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BUSINESS AND GOVERNMENT WHO MAKES DECISIONS IN WASHINGTON BY BROOKS HAYS IT IS SAID there are two kinds of government people in Washington: Those who write letters they never sign, and those who sign letters they never write. I have been in both roles. This is, of course, an oversimplification of the complex process of governmental decision-making, which often demands not only compromise but cooperation and coordination by people on various levels and between different branches of the government. I have been in politics for 42 years and have been rather substantially involved in the national government most of this period, serving in both the legislative and executive departments. During these years, decision-making powers in Washington have expanded immeasurably in number, complexity and effect. Undoubtedly this trend will continue. Among the momentous decisions being made today in Washington are those involving the leadership and effectiveness of the highest offices of the executive branch. President Johnson's new cabinet and sub-cabinet officials will be formulating the policies and interpreting the laws which will affect all our lives and many of the decisions you will make in your business. The final figures on the national budget are now being set by the fiscal experts, and what is being recommended will affect new and old government programs for years. This month, when Congress assembles, it will begin the often tedious chain of decision-making moves toward acceptance or rejection of the Administration's recommendations for new legislation. Johnson's style In the decision-making procedures of lawmaking, I believe President Johnson's style is unique. He seems to regard himself as a part of the informal legislative process. President Kennedy was inclined to give his proposals to Congress with a logical and thorough explanation and a matter-of-fact transmission 40 NATION'S BUSINESS - JANUARY 1965

BUSINESS AND GOVERNMENT WHO MAKES DECISIONS IN WASHINGTON BY BROOKS HAYS IT IS SAID there are two kinds of government people in Washington: Those who write letters they never sign, and those who sign letters they never write. I have been in both roles. This is, of course, an oversimplification of the complex process of governmental decision-making, which often demands not only compromise but cooperation and coordination by people on various levels and between different branches of the government. I have been in politics for 42 years and have been rather substantially involved in the national government most of this period, serving in both the legislative and executive departments. During these years, decision-making powers in Washington have expanded immeasurably in number, complexity and effect. Undoubtedly this trend will continue. Among the momentous decisions being made today in Washington are those involving the leadership and effectiveness of the highest offices of the executive branch. President Johnson's new cabinet and sub-cabinet officials will be formulating the policies and interpreting the laws which will affect all our lives and many of the decisions you will make in your business. The final figures on the national budget are now being set by the fiscal experts, and what is being recommended will affect new and old government programs for years. This month, when Congress assembles, it will begin the often tedious chain of decision-making moves toward acceptance or rejection of the Administration's recommendations for new legislation. Johnson's style In the decision-making procedures of lawmaking, I believe President Johnson's style is unique. He seems to regard himself as a part of the informal legislative process. President Kennedy was inclined to give his proposals to Congress with a logical and thorough explanation and a matter-of-fact transmission 40 NATION'S BUSINESS - JANUARY 1965